The Role of the CEO

Board responsibility for establishing ICT strategy also has clear implications for the CEO. Maintenance of digital proficiency is an area where leadership, organisation and decision making are vital issues, but where grassroots capacity and initiative are also essential. 

The CEO needs to develop an ICT plan in consultation with both IT and service provider staff and if the CSO is to small to employ specialist IT staff then external expertise should be sought. As digital proficiency is a process the CEO must also be prepared for continuing monitoring and reappraisal of ICT plans, systems and performance. Digital proficiency must be seen as a series of improvements, not a task to be accomplished in order for the organisation to move on.

ICT portfolio management should encompass computer hardware and software, but also include staff competence and in-service training and professional development.

Establishing and maintaining an up-to-date asset and human resources inventory is an essential prerequisite.

In regard to physical assets, the CEO has a special role in ensuring that the most appropriate hardware and software is available and is purchased through the most economic channels, which may include cooperative purchase through group procurement.

The CEO should also consider that outsourcing aspects of IT management may also be more effective and economical for such tasks as regular, objective proficiency monitoring, server and desktop support and maintenance, network monitoring and maintenance, help desk provision. The remote hosting and management of online applications and collaboration tools along with staff training and professional development could also be delivered more efficiently by a trusted third party.